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When you're tested on power and politics in organizations, you're really being asked to explain why people behave the way they do at work and how leaders can influence those behaviors. These models aren't just academic theories—they're the conceptual toolkit that explains everything from why your coworker seems checked out despite a decent salary to why some teams gel while others implode. Understanding these frameworks helps you analyze case studies, predict organizational outcomes, and recommend evidence-based interventions.
The models here cluster around four core dynamics: individual motivation, leadership approach, organizational structure and culture, and group development. Don't just memorize names and dates—know what problem each model solves and how it connects to power dynamics. When an FRQ asks about improving employee engagement or managing resistance to change, you need to pull the right model and explain the mechanism behind it.
These frameworks explain what drives people to work hard—or coast. The key insight is that motivation isn't one-dimensional; different factors operate at different levels, and what prevents dissatisfaction isn't the same as what creates genuine engagement.
Compare: Maslow vs. Herzberg—both address motivation but from different angles. Maslow focuses on sequential need fulfillment, while Herzberg distinguishes between factors that prevent dissatisfaction versus those that create satisfaction. If an FRQ asks why a well-paid employee still seems disengaged, Herzberg is your go-to model.
These models examine how leaders think about employees and how that thinking shapes management style. The underlying principle: assumptions about human nature become self-fulfilling prophecies in organizational settings.
Compare: Theory X/Y vs. Managerial Grid—McGregor focuses on underlying assumptions about human nature, while Blake and Mouton map behavioral priorities. A Theory X manager would likely score high on production concern but low on people concern (task-oriented style).
Understanding where power comes from is essential for analyzing organizational politics. This framework explains why some leaders command loyalty while others only get compliance.
Compare: Position-based vs. personal power—legitimate, reward, and coercive power come from organizational role and can disappear with a title change. Expert and referent power are portable and typically produce stronger, more lasting influence. FRQs often ask which power bases are most effective for specific leadership challenges.
These models explain how organizations are designed and how shared beliefs shape behavior. The key insight: structure and culture are forms of power that constrain and enable action even without direct supervision.
Compare: Mintzberg vs. Schein—Mintzberg addresses formal structure (how work is divided and coordinated), while Schein addresses informal culture (shared beliefs and assumptions). Both shape behavior, but culture often explains why identical structures produce different outcomes in different organizations.
These models address how organizations and teams evolve over time. The core principle: change is a process, not an event, and groups must navigate predictable developmental stages.
Compare: Lewin vs. Tuckman—both describe sequential phases, but Lewin focuses on organizational change while Tuckman addresses team development. Lewin's "unfreezing" parallels Tuckman's "storming"—both involve disruption before progress. Use Lewin for system-wide change questions; use Tuckman for team dynamics questions.
| Concept | Best Examples |
|---|---|
| Individual motivation | Maslow's Hierarchy, Herzberg's Two-Factor, Vroom's Expectancy |
| Leadership assumptions | McGregor's Theory X/Y |
| Leadership behavior | Blake and Mouton's Managerial Grid |
| Sources of power | French and Raven's Five Forms |
| Organizational structure | Mintzberg's Configurations |
| Organizational culture | Schein's Three Levels |
| Change management | Lewin's Unfreeze-Change-Refreeze |
| Team development | Tuckman's Stages |
Which two motivation models both address workplace satisfaction but distinguish between different types of factors? How do their frameworks differ?
A manager believes employees will only work hard if closely monitored and threatened with consequences. Which model describes this assumption, and which power bases from French and Raven would this manager likely rely on?
Compare Schein's "underlying assumptions" with Mintzberg's organizational configurations. How might invisible cultural beliefs undermine a well-designed formal structure?
An FRQ describes a team experiencing significant interpersonal conflict three weeks into a new project. Using Tuckman's model, explain why this might actually be a positive sign and what stage comes next.
A company offers competitive salaries and excellent benefits, yet employee engagement remains low. Using Herzberg's framework, explain this paradox and recommend what the organization should focus on instead.